ForgingMagnesium Forged

Components for

Structural Lightweight

Transport Applications

page 13

FastenersNo Cadmium?

Not Yet!page 10

AutomationRobotic press

brake cell

page 9

Sheet MetalEvenwood Industries:

re-investing

in TRUMPF

page 17

SteelFirst quarter

of 2008 -

significant price

increases for steel

page 19

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ContentsA letter from the Director General......................................................................1The CBM’s mission............................................................................................................1

newsMetsec apprentices will be its workforce of the future ....................2Optimism from EAMA survey but more needs to be done ............2CBM gets ‘Quality Employer’ Award ................................................................3The world of metalforming is heading for grand rapids ..................3

CBM Metals Industry Dinner 2008CBM Metalforming Awards......................................................................................4

environmentEverything you need to know about the Packaging Regulations....7

pricingHow can you make a profit if you don't know what a profit is?....8

automationRobotic press brake cell ..............................................................................................9

fastenersNo Cadmium? Not Yet! ............................................................................................10Henrob achieves Ford Q1 supplier honour................................................11CBM Fastener Sector visits Caparo Atlas Fastenings ........................11FERA Seminar ....................................................................................................................12

forgingMagnesium forged components for structural lightweight transport applications ................................................................................................13Effect of cooling rate on the microstructure and mechanical properties of microalloyed forging steel......................................................14

cold rolledHi-Span - cold rolled products ............................................................................16

sheet metalCBM presses ahead with Sheet Metal Champion ..............................16Evenwood Industries: re-investing in TRUMPF ......................................17Steel service news..........................................................................................................17

steelSteel Business Briefing Update............................................................................19

insuranceWhy buying on price can increase your risk ............................................20

business strategyCorporate governance ..............................................................................................21

business supportAnnual check-ups? ......................................................................................................22

health & safetyHow to tackle the ‘HAVS’ health issue ........................................................23

CBM events ........................................................................................................24

CBM directoryFull membership address listings ......................................................................26Associate membership address listings ........................................................29Alphabetical listings ....................................................................................................31

Confederation of British MetalformingNational Metalforming Centre, 47 Birmingham Road, West Bromwich, West Midlands B70 6PY.Telephone: 0121 601 6350 Fax: 0121 601 6373Enquiries: Kirsi Lintula,

Communications & Marketing ManagerEmail: info@britishmetalforming.comWeb: www.britishmetalforming.comProduced by: Group Information Services LtdTel: 01937 580400Web: www.gisltd.co.uk

While every effort is made to ensure the accuracy and reliability of materialpublished in this magazine, neither CBM nor Group Information Services Ltdand its agents can accept any responsibility for the veracity of claims made by contributors in advertising or editorial content.

The design and layout of this directory remains the property of GroupInformation Services Ltd, it must not be reproduced or transmitted to a third party without prior written consent. © November 2007.

C o n f e d e r a t i o n o f B r i t i s h M e t a l f o r m i n g

A letter from the Director General.....

The news of the latest price settlement for iron ore at over 65%higher than 2007 prices has sent shock waves throughout the steelcommunity. With 80% of the iron ore market controlled by onlythree mining companies steel producers have had no option tosettle to secure their own supplies for 2008.

However the steel producers will not be able to absorb thesecrippling increases together with all the other inflationary costs, and invariably will attempt to pass this huge cost increase ontoCBM members at the earliest opportunity. Early estimates suggestthat steel prices will need to rise by 20% to restore margins andthese then have the all too common 'knock on' effect throughoutthe whole supply chain. Difficult negotiations with buyers are onthe horizon and echoes of 2005 are looming.

The CBM can help members in these negotiations by supplyingthe necessary background information to demonstrate that this isa truly global issue and not UK or even EU.

Negotiating increases on selling prices with intransigentpurchasing professionals has never been easy. Neverthelessextensive information on the background and compelling reasonsfor the increase will go a long way on the difficult road tomaintain your margins.

John HousemanDirector General

THE CBM’s MISSIONTo be the principal representative of, and service provider

to, manufacturing companies in the UK metalformingindustries as they strive to improve their performance.

Benefits of membership – what’s in it for you Rebates on your Climate Change Levy (CCL)Free employment law helplineFree technical helplineFree publicationsFree H&S helplineMonthly market reportsDiscounted hearing and noise assessmentsDiscounted training packagesDiscounted insurance premiumsBriefings & seminarsRegular meetingsHealth & safety officer servicePrivate healthcare scheme

MembershipMembership is available to companies who

manufacture products in the UK, by metalformingprocesses, particularly those who are engaged in hot and cold forging, and the shaping, cutting and formingof sheet metal.

Associate membership is available to companies andinstitutions allied to the manufacture of metalformedproducts.

To be part of the wider picture and be masters of your own identity…

CONTACT CBM NOW!ME

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Metsec’s apprentices will be its workforceof the future

The death of Britain’s metalforming industry has beenpredicted so many times that I do wonder if someobservers believe it has actually happened.

However, the annual ‘grassroots’ survey by the Engineering &Machinery Alliance (EAMA) suggest our sector is in better healththan even we might imagine.

The research, compiled from all the alliance’s nine tradeassociations, suggests that almost 60 per cent of firms expectbusiness in the current year to improve on 2007.

Given the continued uncertainty in the equity and moneymarkets, and forecasts of a housing-led recession, the figure is verypleasing.

Almost as importantly, EAMA members have placed the issue ofemployee skills and training second in their list of priorities for2008, behind only the need to develop new customers.

Almost half of the respondents increased their training spendlast year, and roughly the same expect to do so again this year.

It is equally pleasing to see that three-quarters of the companiestarget the 18 to 24-year-old age group, because these are thepeople who will form the bedrock of our future workforces.

Training programmes are split equally between those funded bygovernment schemes, and those from the private sector.

However, the survey also reveals that around three-quarters ofcompanies admit knowing very little about the raft of public sectororganisations designed to help them; including the Sector SkillsCouncils, Train to Gain and the Learning & Skills Councils.

Even worse, there is only minimal awareness about the existenceof SEMTA - the skills council which targets companies operating inthe science, engineering and manufacturing technology sectors.

It’s therefore not surprising to also learn from the EAMA surveythat only one third of firms even realise the government is offering£3 billion to help meet their training needs.

The findings underline what we have been hearing at theanecdotal level, that the government simply isn’t doing enough toreach the very companies and sectors it wishes to help.

We have already brought the attention of the All-ParliamentarySteel Group to the EAMA survey, and hope that the MPs are ableto raise these critical issues in the Commons.

For further information please contact John Houseman at CBM on 0121 601 6350.

Optimism from the

Engineering & Machinery Alliance

survey but more needs to be doneBy

John Houseman

CBM member Metsec has unveiled a dramaticexpansion in its training programme.

The plc has long been committed to upgrading workforceskills, but Chief Executive Stephen Tilsley now expects 40% of the workforce to be former Metsec apprentices within a decade.

The current figure is around half that level, but the companyhas already recruited 26 trainees between the ages of 16 and 20.

“Whilst upskilling the existing workforce to meet the skillsneeds of the business is important, the value we derive fromour apprenticeships is immense,” said Stephen.

“As people retire, we are training youngsters not simply toreplace them, but to improve on their skill levels.”

Stephen’s comments came as he signed the government’sSkills Pledge, in the presence of the Skills Minister, DavidLammy.

The pledge formally demonstrates Metsec’s commitment toachieving business success through developing employee skills.

“We hope that signing this document will increase ourprofile, as a company which develops its employees throughouttheir careers; whether they are operators learning a new skill ormanagers taking on new challenges,” said Stephen.

SEMTA’s UK director of policy, Lynn Tomkins, - who was alsopresent - urged other companies within the science,engineering and manufacturing technologies sectors to follow suit.

Her organisation is negotiating an agreement with theLearning & Skills Council to secure training funding foremployers and increase the number of companies adopting the pledge.

Metsec’s Tilsley chairs the employer-led group driving thedevelopment of SEMTA’s sector skills agreement for the metals,mechanical and electrical sectors, which is due to be launchedin April.

Stephen Tilsley (left), Chief Executive Officer, Metsec plc & RtHonourable David Lammy, Under Secretary of State for Skills (right).

newsw w w. b r i t i s h m e t a l f o r m i n g . c o m 3

The world ofmetalforming is heading for grand rapidsWe may only be on the cusp of Spring, but theplanning for ICOSPA’s 2008 Congress this autumn is almost complete.

The much-awaited event is the best chance of the year tomeet your peers from the international metalforming community,learn about the latest technological advances, and discover newways of tackling the perennial challenges of life in an ultra-competitive sector.

More than 400 delegates from ten countries are expected toattend the congress, which runs from September 14th to the17th, in Grand Rapids, Michigan. Individual companies arewelcome to send delegates.

The organisers have crammed an awful lot into little morethan three days, including six keynote presentations, eight planttours, panel discussions, and individual presentations from eachnational ICOSPA delegation. CBM Sheet Metal Group Chairmanand the Vice President, Alan Shaw, will be representing CBM.

There is also a special networking reception for the newgeneration of metalforming leaders from the ten membercountries.

Keynote speakers include former US Treasury Secretary JohnSnow, ASIMCO Technologies’ founder and CEO, Jack Perkowski,the former president of Toyota Motor Manufacturing (Kentucky),Gary Convis and the CEO of Autocam Corp, John Kennedy.

Each delegate can visit four of the eight plant tours on offer,and from our experiences at the last ICOSPA Congress in Japan,these will prove the most eye-opening and informative elementof the event.

Among the companies to open their doors are Trans-Matic,Howarth Inc, Shape Corp - believed to be the US’s largest roll-forming company - Irwin Seating Co and Pridgeon & Clay.

A report will appear in Metal Matters following the event,and there will also be a detailed presentation by our delegates atthe National Metalforming Centre.

For further information please contact CBM on 0121 601 6350

BARREL ZINC PLATINGDue to improvements in our plating productionwe now have the capacity to offer our barrelacid zinc plating service.

Fully automatic barrel plating plant

100kg of work every 7 min (depending on job)

working a 2 shift pattern

95% of work returned within 24 hour period(dependent on quantity)

clear passivate (blue)

yellow passivate

fischer scope x ray machine for thickness reports on request

Enquiries:

Barbara Little/Malcolm Fraser

Tel: 0141-638-7961

CBM gets ‘Quality Employer’ Award

John Houseman (right) & AdrianBailey MP (left) with the IiP award.

By John Houseman

I am delighted to announce thatthe CBM has been awardedInvestors in People status.

It is a very challenging award;which requires proof of an employer’s commitment to its staff,and also evidence of their commitment to their organisation.

Equally, I think it reflects our determination - as the tradeassociation for the metalforming industry - to provide qualitysupport and services for member companies.

It was particularly pleasing to witness the many positivecomments made by the IiP assessor about the CBM,

including the staff and management’scommitment to member satisfaction.

He also noted that our business plan was easy to understand, hadproved effective throughout 2007,and commended our improvementswhich will be introduced this year.

Using staff feedback, he pointed out that the annual job reviewshad been well received, and highlighted the creation of a formal study leave system.

More importantly, at least in terms of generating revenue, theassessor also praised the more efficient team working - and theopen and inclusive working culture - which has resulted in a greateruse of the conference and exhibition space at the NMC.

We invested some £1m in creating a headquarters to be proud of,and I think the IiP award emphasises that we have recruited thestaff to match.

new

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International Council of Sheet Metal Presswork Associations

”“

Britain’s national trade association for the metalsindustry has chosen the four firms who will wearits badges of honour for the coming year.

The Confederation of British Metalforming (CBM) held itsannual dinner at the Marriott Forest of Arden Hotel and thehighlight was the 2008 awards.

CBM Director General, John Houseman, and his colleagues on the judging panel, had to decide which firms most deservedthe four national prizes.

“The standard was so high that we have created other awardcategories, particularly to reflect the outstanding achievements of the metalforming sector in 2007”.

The entries highlight the progress metalforming has made interms of productivity, innovation and value added and would be a credit to any manufacturing sector in the UK.

Component of the Year 2008: Smethwick Drop Forgings

The Component of the Year 2008 was awarded to SmethwickDrop Forgings of Kidderminster - sponsored by Acheson Industries(Europe) Ltd.

The technical demands placed on CBM members continue to accelerate and this company in particular has risen to thischallenge, the steel forging submitted displaced an aluminiumcomponent in a straight ‘strength to weight fight’. The winningcomponent was a safety critical suspension arm for a leading car manufacturer.

The challenges in forging this particular component wereformidable but the finished product demonstrated the best ofBritish forging technology and was an extremely worthy winnerof this prestigious award.

Director Mark Adams said the award underlined both thededication and expertise of SDF’s workforce, as well as the firm’ssignificant investment in new technology.

“We pride ourselves on our partnership approach to everythingwe do, and I was particularly pleased to note the judges’ commentsabout the way the design team worked to refine the componentafter the prototype stages,” he added.

Tel: 01562 823 451

Supplier of the Year 2008: Carlton Laser Services

Leicester based Carlton Laser Services was rated Supplier of theYear 2008.

The supplier of the year award was made to the company thathas demonstrated performance above the call of duty,demonstrating strategic alliances with both customers andsuppliers to provide the best possible service to the industry. Theyenhance not only their own reputation but of the metalformingsector as a whole. The judges were particularly impressed by thedetail and openness of their ‘warts and all’ submission.

The Leicester firm specialises in laser-cut and CNC-punchedmetal components for a wide range of manufacturers and OEMs.Significant investment in equipment and processes has enabled itto sharply expand its customer base.

Managing Director Dennis Kent said: “It’s always nice to berecognised for what you do and for the effort you have put in. Ithanked the workforce for arming me with the ammunition towin the award.”

“Our employees have enabled us to differentiate ourselvesfrom the competition, and I think this also sends out the rightmessages, not just to our existing customers, but to potentialones.”

www.carltonlaser.co.uk

w w w. b r i t i s h m e t a l f o r m i n g . c o mCBM awards 20084

Component of the Year 2008: from left:- Gary Silcok, Steve Stapstead -Smethwick Drop Forgings, Edwina Currie & Andrew Hancox - AchesonIndustries (Europe) Ltd, Sponsor

Supplier of the Year 2008: from left:- Mohan Jassi - Carlton Laser Services,Edwina Currie & Dennis Kent, Managing Director - Carlton Laser Services

CBM judgeschoose theirheroes andthey’re all from theMidlands

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It’s always nice to be recognised for what you do and for the

effort you have put in. I thanked the workforce for arming me

with the ammunition to win the award

”“

CBM awards 2008w w w. b r i t i s h m e t a l f o r m i n g . c o m

Company of the Year 2008: Metsec Plc

Oldbury based Metsec Plc secures Company of the Year Award -sponsored by Pro Enviro.

This is presented to the company that impressed the judges the most in the areas of continuous improvement in terms oftraining, investment, sustainability and commitment tomanufacturing in the UK. Having invested over £30m in the last 8 years, it has now become the market leader in their sector.Sir Digby Jones (now Lord Jones of Birmingham) described thiscompany as 'a shining example of the best of modern Britishmanufacturing. It has a Black Country heritage stretching over 75 years and it continues to succeed because it produces highquality products at competitive prices. It also delivers excellentcustomer service through continuous investment in both itspeople and its equipment'.

Managing Director Erle Andrews said the award “reflected the dedication and commitment of every one of Metsec’s 450 employees.”

“We think that as a company we have both raised our profileand become a successful business. This award is also recognition ofthe high service standards which we set out to achieve,” he added.

www.metsec.com

Outstanding Achievement of the Year 2008: Kimber Drop Forgings

Kimber Drop Forgings from Cradley Heath secured the special award for Outstanding Achievement.

This award was recommended for the determination andstrategic thinking behind their achievements. The managementteam refused to let one of the oldest forging names in theforging industry die and set about rebuilding the companyphysically, commercially and technically. The company has nowbeen extremely successful in this endeavour raising turnover per employee to record levels.

Managing Director Larry Joyce said: “The reward for makingsome bold decisions, including moving away from traditionalmarkets and installing a new management team, has been aprofitable company which is considered 'world-class' by ourinternational customers.“

“This award has meant that our workforce, without whomnone of this would have been possible, can feel that their efforts have been recognised by their peers within the industry."

www.kimberdropforgings.co.uk

Mr Houseman described all four companies as “heroes of the metalforming industry.”

“Our sector is facing its toughest challenges since the early1990s; ever-increasing competition from low-cost countries, and the constantly rising cost of energy and raw materials,against a backdrop of economic uncertainty,” he said.“It would often make more sense, as one of the winnersadmitted to me, to sell up and walk away. Instead, these firms are fighting back and showing us all just what can be achieved. I salute them all as heroes.”

5

Company of the Year 2008: from left:- Nersi Salehi - Pro Enviro, Sponsor,Edwina Currie & Erle Andrews, Managing Director - Metsec Plc

Outstanding Achievement of the Year 2008: from left:- Geoff Turnball - KimberDrop Forgings, Edwina Currie & Larry Joyce, Managing Director - Kimber Drop Forgings

The standard was so high

that we have created other award

categories, particularly to reflect

the outstanding achievements

of the metalforming sector in 2007

CBM would like to thank all sponsors:

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Undoubtedly the credit crunch is real and bringingturmoil to world stock markets and everyone’sability to borrow money. This has naturally led toreports of a looming recession; increases inredundancies and a slowdown in hiring are allpainting a gloomy year ahead for recruiters. But isthis all tabloid hot air and are we willing ourselvesinto the very recession we all want to avoid?

TEK Personnel Consultants Ltd, the Sheffield basedrecruitment consultancy and CBM and EEFmember, has in fact expanded its recruitmentresource within the Engineering and Technicalsectors in order to keep pace with the increasingdemand for skilled Engineers and Managers acrossthe UK. This investment in resource has taken placeat its Sheffield, Wolverhampton and Derby offices.

At TEK we remain bullish about the prospects for2008 and have seen a rising demand for TechnicalSales Specialists and Sales Engineers across theUK and have established a dedicated team inSheffield, headed up by Simon Neves, to service themarket. We have also recently strengthened ourExecutive Search & Selection with the launch of adedicated specialist Finance Division.

Glyn Chandler, Operations Director commented“Although reports from the CBI suggest it’s going tobe a rocky 12 months, with SMEs reporting thatthey expect domestic orders to fall as rising costseat into profits there is still a net increase inRecruitment activity.”

“This activity is a result of the skill shortages acrossa number of sectors and candidates preferring toremain in post whilst uncertainty hangs across the

economy”. The outcome is that traditional methodsof recruiting and advertising vacancies are just notworking and more companies are engagingspecialist Consultancy Operations such as TEK tosource there requirements.

By choosing to utilize a recruitment company youengage their knowledge and the consultants’experience within your marketplace. This should bequickly established before engaging a RecruitmentPartner. The uniqueness of TEK goes further thanthe 25 years of dealing with the UK’s Manufacturingsector in that many of its Senior Consultants havebeen with TEK over 15 years and have seen allaspects of the sector, the highs and the lows, whichprobably results in 85% of the work handled by TEKbeing repeat or referred business. ConcludedChandler, “people are a Company’s most valuablecommodity but the cost of recruitment can beextremely high if you make the wrong appointment,advertising that doesn’t work and time taken tomanage the process all adds up. Because of themethodology employed and the recruitmentprocess that TEK adopts, then engaging a Partnerof Choice can have hidden benefits and lead to a quicker and more cost effective recruitmentsolution”.

TEK would be pleased to help yousolve your recruitment requirements.For full details of TEK’s capability

please see their website www.tekpersonnel.co.ukalternatively you can contact Glyn onglynchandler@tekpersonnel.co.uk Tel: +44 (0)114 252 5730

A D V E R T I S I N G F E A T U R E

S P O N S O R O F C B M M E T A L S I N D U S T R Y D I N N E R 2 0 0 8

TEK PERSONNEL CONSULTANTS LIMITEDApproved Recruitment Partners to the CBM

SHEFFIELD

+44 (0)114 252 5730

DERBY

+44 (0)1332 360055

WEST MIDLANDS

+44 (0)1902 497943

www.tekpersonnel.co.uk

Specialist Recruitment Consultants

environmentw w w. b r i t i s h m e t a l f o r m i n g . c o m

In 1997 the UK was introduced to the Producer ResponsibilityObligation (Packaging Waste) Regulations. The aim of theregulations is to significantly reduce the amount ofpackaging waste that is sent to rot in a landfill by increasingthe amount of recycling. The regulations were set by Defraand regulated by the Environment Agency in England and Wales, Scottish Environmental Protection Agency in Scotland and Environment and Heritage Service inNorthern Ireland.

Who does this affect?

Any business that fulfils both of the following thresholds:Turnover of £2million and over AND handle more than 50t of packaging per year.

What is meant by “handled”?

“Handle” means to carry out one or more of the followingactivities:

making raw materials that are used to produce packagingconverting materials in an item of packagingpacking products into packagingselling the product (in packaging) to an end user (the person that throws away the packaging)

AND/OR

Importing goods that are packaged

What has to be done?If you are obligated by fulfilling the thresholds above, you will

need to calculate your obligation in terms of tonnes of materials,then provide evidence to the Regulator that you have recoveredand recycled an equivalent amount.

There are two routes to achieve this - the “go it alone” routewhere you register directly with the Regulator then purchase your evidence, or by off loading your responsibility through athird party compliance scheme. There are around 15 - 20compliance schemes which offer differing services at differentprices. Through experience, and if you want a straightforward no nonsense scheme we have always found Compliance Link agood bet. A list of schemes has been passed onto the CBM.

How do I work out my obligation?Collecting the data is probably the trickiest bit. Your obligation

depends on the activity performed on the packaging and the UKtargets set for recovery and recycling. See tables 1 and 2. In simple terms, the calculation is this:

Weight of packaging handled in a calendar year X activity XUK target

Table 1 Obligation by activity

ActivityRaw material producer 6%Converter of packaging 11%Pack/filler 37%Seller 48%

....continued on page 8

7

Everything you need to know about the Packaging Regulations

CONFEDERATION OF BRITISH METALFORMING SUPPLIER OF THE YEAR 2008 envi

ronm

ent

By Cliff Burgin of Burgin Associates

At a recent seminar I was running for chief executives,the managing director of quite a substantial businessclaimed that, on one particular activity his businessmade 300% margin.

That's a neat trick I thought. I had heard of a couple of instanceswhere someone had made close to a 100% margin, but 300% -wow! His business was managing to defy the laws ofmathematics!!

Not wanting to ridicule him in front of his peers I let it go. Butthere is a serious point here. Most sales people I come across (and the odd MD) do not know the difference between mark-upand margin. This can have serious consequences for your businessif your sales team are given guidance on what margin they shouldachieve and given the cost information to let them work out a price.

Maybe your sales team are different and have passed this stage.But it in my experience it is all too common to let it go un-remarkedupon.

I recently asked a room full of salespeople to work out the priceof something that cost £7.00 and told them we wanted to make30% gross margin (incidentally I don't recommend cost-pluspricing, it was just an exercise). The unanimous response was£9.10. Those that didn't understand the maths at all agreed withthose that were confidently working out the answer. When I toldthem the correct answer was £10 they started to argue with meand furiously bashed their calculators again. Their response was towave calculators showing £9.10 at me.

Scary isn't it!Perhaps if working out profit margins was on the GCSE maths

curriculum UKplc would be a lot better off. I am not even sure thatit is adequately covered in business studies degrees. I rememberteaching myself the sums - sitting down with a calculator until Igot it into my thick skull.

We all assume that the people who work for us know thesesums. If you want to frighten yourself - run a little test at the nextsales meeting. Sometimes we forget that once we didn't knowthese things ourselves.

My advice is that unless you are in the rag trade - banish theterm mark-up from your business' vocabulary for these reasons:

It gives a bigger answer than working out gross margin and therefore leads to delusions of successIt encourages cost-plus pricing which as some of you willknow is one of my pet hates (don't get me started)Only having one calculation can reduce the confusiondramatically

Cliff runs Burgin Associates – a consultancy specialising in pricingstrategy and training.

For further information please visit www.burginassociates.com

w w w. b r i t i s h m e t a l f o r m i n g . c o m

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How can you make a profit if you don't know what a profit is?

www.e4environment.co.uk

....continued from page 7

Table 2 Recovery and recycling targets for 2008*

Recovery 60%Paper 60%Glass 60%Metal 50%Plastic 22.5%Wood 15%Overall recycling 55%-80%

* all targets are subject to change following Defra consultation

and likely to be announced in January 2008.

The good news is, providing you can make sense of and fillin the data forms there are many on-line calculators availablewhich will work out the final obligation.

Purchasing the evidenceEvidence is in the form of Packaging Recovery Notes

(PRN’s). If you register with a compliance scheme ignore this section. If you register through the Regulator you willneed to find and negotiate to purchase PRN’s from reprocessors.This can be tricky. You have to keep an eye on prices as theychange daily and look out for fraudulent companies.

Get advice on this before taking the plunge.

What are the penalties?Non compliance with this legislation is a criminal offence

and can lead to a prison sentence. The Regulators arebecoming more intelligent on seeking out “free riders” and the new systems put in place last year will ultimately lead to automatic fines and notices being issued. Doingnothing is not an intelligent option.

Carlton’s requirements as a sheet metal subcontractorwas for an automated flexible folding system able tocompetitively produce small batch runs down to 50parts with required dimensional and angular accuracyin mainly a lights out situation, giving up to 12 hours of automated running.

Solution specified:The cell components are: press brake, robot, gantry mounted

axis for additional robot movement, automatic sheet loading,gripper warehouse, palletising solution.

Software for press and robot programming and supervisorsoftware for production management.

Press brake:The Colgar press brake supplied has the facility to compensate

for varied lengths and different materials but also measures andcorrects angle intolerance occurring due to material thicknessvariation tensile strength or grain direction change. The Multi axis125 Ton x 4M Colgar laser measuring unit checks and correctsthe actual angle of bend. The Colgar will bend the range ofmaterials specified by Carlton and 4Metre bed and multitool setups allows a wide variation of bend lengths. Automatic toolreferencing and clamping heat exchanger and backstop sensorsare specified.

Robot:The cell contains a Fanuc robot with a payload of 60kg

mounted on a gantry in order to give maximum clearance andflexibility for part manipulation and palletising of parts on thefloor space available. The system has a line tracking option thatinstructs the robot of changes of sheet position during the foldensuring that the robot follows the part being bent at all times.

Sheet loading:A programmable sheet loading system feeds a single blank

from up to four pallets onto a referencing table which alsogauges the part in readiness for the robot to pick up reducing thenon bending cycle time, during the sheet loading process theblank is measured ensuring it is the correct component and onlyone blank has been picked. These pallets can be stacked withdifferent blanks up to 300mm high per stack.

Gripper warehouse:

There is a gripper warehouse that allows automatic gripperchanges as the relevant programme dictates.

Software: The software supplied gives simultaneous offline programming

of the press and the robot from a single DXF and a separatesoftware solution allows the programmes to be sequenced whichwill automatically change the gripper, the press brake and robotprogramme and the part being picked from the pallet.

A tele-diagnostic capability gives the optimum support for thecell not only in troubleshooting issues but new programmes canbe prepared remotely and sent if required from Italy to the cell.

Upto 10 different jobs can be programmed and the cell left torun “lights out”.

Carlton Laser's Managing Director Dennis Kent summed theproject up saying the robot cell 'does exactly what it says on thetin'. Originally purchased to secure a supply contract by reducingthe production costs and increasing consistency in a highlycompetitive market but more recently converting the scepticaloperators to see the automated cell as a production successrather than a threat.

Carlton Laser has since gone on to win the CBM Supplier ofthe Year 2008.

For further information please contact:

Ian Sterling, UK Machine Tools Ltd

on

01342 313 935

or

visit the website:

www.ukmachinetools.co.uk

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Manufacturers of automotive and industrial components may be excused for thinking that cadmium plating is a thing of the past. For theseindustry sectors, cadmium plating was eliminated many years ago, andreplacement coatings have been the standard for a generation.

Throughout this time the aerospace industry has continued to be exempt from this ban, anddesigners have specified cadmium, as a sacrificial coating to prevent galvanic corrosion, insuccessive new projects. Millions of fasteners are cadmium plated every year for aircraft use. A few years ago, the electrical and electronics industries were the largest users of cadmium, butthe European ban on cadmium in new electrical products from July 2006 means that aerospaceis probably the biggest user since then, with cadmium plated fasteners almost certainly thebiggest individual class of items. However, the manufacturers of large commercial aircraft now have self-imposed restrictions, and cadmium is only specified in special circumstances.

Aircraft engine manufacturers have virtually eliminated cadmium plated fasteners from theirproducts. The last remaining threaded fasteners with cadmium plating were, eliminated fromnew designs over twenty years ago, so it is only rarely that they are manufactured for spares for old engines.

The main European airframe manufacturer, Airbus, has gradually changed its philosophytowards cadmium in new designs over the last few years. A330/A340 were designed in the lateeighties / early nineties, and A320 before that, all without restriction on the use of cadmium, so for fasteners of 1250 MPa strength, alloy steel was specified, with cadmium always used assacrificial coating. For the later variants, such as A340-600 in 2001, most of the steel parts were carried over into the new plane, and only where strengthening was required to support the extra load were alternate materials chosen.

The next major Airbus project was A380, and initially restrictions on the use of cadmium wereimposed. But alternative drawings had not been developed, and there are still many cadmium

plated bolts, nuts and studs in the design. Normally, if any variants of A380 are designed, the existing fasteners are always specifiedexcept if higher strength is an issue, so there is potential for future A380 variants to have cadmium also.

The military transporter A400M has fewer applications with cadmium. Here, many alternate materials have been selected instead of alloy steel, for example nickel based alloys. Alternative nuts were a problemhowever, because the alternative standard parts had not been developed, so thereare cadmium plated steel nuts and some bolts and studs also in the design.

The philosophy for A350, due to fly in 2012, is a total ban on cadmium. So thisself imposed restriction is now aligned with the external bans. However, it can beexpected that Airbus will be manufacturing some of the existing designs for atleast another 20 years, so unless bans are imposed on plating in Europe, cadmiumwill be required for that period.

Aircraft manufacturers have sought to find a replacement coating for manyyears. In Europe, British Aerospace and Airbus have had many researchprogrammes to evaluate possible alternative coatings, for example in groupsponsored projects like RECAP, REFOCUS, and GARTEUR that were running forover a decade. The major problems for aerospace are firstly that there is nocoating that behaves exactly the same as cadmium. Possible alternative coatingshave problems such as corrosion resistance on steel, lack of coverage in socketsand recesses, torque-tension, or high friction in interference fits. Secondly, the zinc based coatings that were the replacements for cadmium in theautomotive industry cannot be used in contact with aviation fuel. So the steel or stainless steel fasteners in aircraft wings or tails, which are also the fuel tanks,cannot use the normally accepted replacement formulations.

In the absence of a satisfactory replacement coating for use on steel, aircraftmanufacturers have turned to alternate fastener materials such as stainless steels,high strength titanium, and nickel based alloys, which are much more expensivethan alloy steels. It would be very expensive to retrospectively engineer these newmaterials into the existing alloy steel applications. It remains to be seen whetherfurther European community bans are imposed which affect the aerospace industry.

No Cadmium? Not Yet!

Trent900-1

Trent900-2

A380-4

For further information please contact Dr John Newnham at CBM on 0121 601 6350 or email john.newnham@britishmetalforming.com

fastenersw w w. b r i t i s h m e t a l f o r m i n g . c o m 11

CBM Fastener Sectorvisits Caparo AtlasFastenings

On 6th March 2008, the CBM Fastener Sector continued with its new format for sector meetings to include a visit to a manufacturing plant. This time, the plant was a membercompany, Caparo Atlas Fastenings (CAF) in Darlaston. Themeeting attendees toured the plant, and those who had visited before were impressed by the many changes that hadtaken place. One major change was the extension of large partscapacity, with a transfer header capable of forging up to 32mmdiameter wire. The visit was followed by a presentation on theCAF organisation, how it fits into the Caparo Group, and itsproducts and markets, present and future. This was given by Ian Clarke, Managing Director of CAF.

Next Phil Matten, Editor of “Fastener & Fixing Europe” gavean update on the EIFI anti-dumping complaint against Chinesenuts and bolts. The European Commission is due to notifypreliminary tariffs on 8th August, but at the moment, there areno clues about their likely levels.

Then Steve Randall, Managing Director of The Steel Index,discussed the way the Steel Index works, and what it wouldtake to track current prices of steel wire and rod. Afterwards,Ann Boniface, Senior Steel Trader within the Caparo Grouptalked about the disturbing situation in the world steel market.

Ann predicted that the trends around the world indicatethere will be a shortage of steel very soon, and advised CBMmembers to buy their steel immediately, because in a fewweeks time there would probably not be enough to go around!

The new style sector meeting introduced by the new sectorChairman, Paul Denning of Barton Cold-form Ltd, is proving tobe a great improvement, and adding real learning opportunitiesfor the attendees. We urge that as many fastener companies aspossible attend future meetings to enable us to continue thepromotion of the UK’s lean and buoyant fastener manufacturers.We would like to thank all attendees for taking the time out to contribute to the future of our industry.

For further information please contact Dr John Newnham at CBM

on 0121 601 6350 or email:

john.newnham@britishmetalforming.com

Henrob’s customers include some of the major automotiveOEM’s, Ford, Jaguar, GM, Daimler-Chrysler, and Land Rover, aswell as in construction, trucks, and other general industrialareas where fast, low cost joining is required. Before achievingthe Q1 award, Henrob had already qualified for TS16949 andISO 14001 quality and environmental approvals. Henrob is amember of CBM’s Fastener Sector.

In December 2007, Ford MotorCompany formally presentedHenrob Ltd, the Flint-basedspecialist rivet manufacturer, withtheir Q1 award. This is the 2002edition of the Ford award, and ithas requirements beyondinternational standards such asTS16949. Companies must achieveexcellent performance in quality,reliability, material management,and engineering services.

Ford always presents this award on-site to the receivingcompany as part of a special award ceremony. Although Henrobachieved the Q1 status at the end of 2006, the actualpresentation of the bronze award did not take place until 2007.Our photograph shows the pleasure of Henrob’s workforce wasnot diminished by this wait.

www.henrob.co.uk

Henrob achieves Ford Q1 supplier honour

CAF’s 1250 national forging machine

fast

ener

s

w w w. b r i t i s h m e t a l f o r m i n g . c o mfasteners12

T H E F A S T E N E R E N G I N E E R I N GA N D R E S E A R C H A S S O C I AT I O N

S E M I N A R

FERA/CBM Members & Members’ Guests £25+VAT (inc buffet lunch)Non Members £50+VAT (inc buffet lunch)

For further information or to book a place please contact Dr John Newnham at CBM on 0121 601 6350 or email: john.newnham@britishmetalforming.com

Bolt Tightening Strategies and ProblemsTuesday 29th April 2008 at the National Metalforming Centre

The way designers select bolts and nuts for particular applications remains amystery to many people. This seminar gives some insight into the way thosedecisions are made, and how the tightening of bolts can be specified for bestperformance of the bolted joint.

A new electric impact wrenchBrent Seager,

JoMatt Consultancy Ltd

Brent Seager and Ralph Emery are Engineering Advisorsto JoMatt Consultancy, which has the agency for a newJapanese built electric impact wrench. The benefit ofsuch a tool is that large torques can be applied withoutthe need for the fitting of torque reaction bars. Thisproduct avoids the traditional problems with this typeof tool, being rugged and durable, and also has controland data storage capability. It is believed that this toolrepresents a real advance in fastener tighteningtechnology, being lighter and easier to handle thanmany alternatives.

Engineering decisions on fixings for the K-series engine

Ralph Emery, RSE UK Ltd

Ralph Emery was the engineer responsible at Rover

for making the detailed decisions on fixings for

the Rover K-series engine. Most of the bolting

was straightforward in this engine, but the 17.5”

length cylinder head bolts presented some unique

problems. In this talk, Ralph discusses why Rover

decided to use these very long bolts, and how

the properties and performance of the engine

influenced the decisions he made on the cylinder

head bolting and sealing, and the way the bolts

were tightened.

Fastener tightening simulation software

Simon Cole, Atlas Copco Tools Ltd

Simon Cole is the Ford Key Account Manager

at Atlas Copco Tools, who have developed

comprehensive software to predict the

performance of various tightening systems,

and the effect of various external influences.

In this talk he shows how the software can give

guidance on the performance of various methods

of tightening, and in particular, their influence on

the confidence of achieving consistent clamp loads.

fast

ener

s

forgingw w w. b r i t i s h m e t a l f o r m i n g . c o m 13

Magnesium Forged Components for StructuralLightweight Transport Applications (MAGFORGE)

The European forging industry, comprising about 1,000 SMEs and 135,000 direct employees, is experiencing fiercecost-price competition in the global market. For forging companies, there is a distinct need to become “superspecialists”or partners, rather than conventional jobbers. The market for forgings is dominated by the automotiveindustry, which demands continuous weight saving in order to meet legislation on fuel economy and emissionsreduction. Since the prevailing material for forging is still steel, there is a clear opportunity to specialise in theprocessing of light-metals.

The Magforge Project addresses the issue of weight reduction of structural components by using magnesium; 75% lighter than steel and35% lighter than aluminium. The scientific and technological objectives focus on new feedstock materials with improved performance,forging process design and modelling tools, machining technology for finishing magnesium forgings and manufacture of demonstratorcomponents. Overall, the goal of the project is to provide cost-effective technologies for the industrial manufacture of magnesium forged components.

Stakeholders in the project are the forging industry, its associations and their SMEs, material producers and end users as well as suppliersof auxiliaries and engineering services. This summary covers the first twelve months of project activity. It is a Collective Research project thatis conducted for the European Framework Programme FP6.

1. General project objectivesThe main research and technological development (RTD) work

concentrates on chemical modification and grain refining of the raw material, modelling/simulation and tooling/operation(temperature control, coatings) for the forging processes, as wellas on tooling/operation for the machining processes. The weightsavings that result from these developments will be validated fortargeted components. Dissemination and training is an integralpart of the programme to ensure technology transfer to thestakeholders as well as to other beneficiaries.

Initial activity has mainly concerned laboratory investigationsinto alloy modification and feedstock preparation and processdevelopment for commercially available magnesium forgingalloys, including the necessary post-forging operations.

Work on materials started by conducting metallographical andmechanical characterisations on available commercial magnesiumforging alloys. Simultaneously, the specifics for the developmentof the new, improved alloys were conceived.

As for the processes, the basics on forging process simulationand experimental investigation of the process mechanics andtribology were developed on a laboratory level. On the industriallevel, appropriate forging parts, tooling and the necessaryinfrastructure were identified; further, tool coatings were explored and a concept for safe and accurate finishing(machining) was developed.

2. Material developmentThe main target of the project is to forge a magnesium

component that fulfils all requirements of the same shapedaluminium component. To do so, it is necessary to improve the strength of the two selected magnesium wrought alloys,AZ80 and ZK60.

A possible way to improve the strength of the metal, accordingthe Hall-Petch relationship, is grain refinement. It is proposed toachieve this by additions of rare earth elements.

To support the forging trials, methods to check the quality of the feedstock material were defined, i.e., chemical analysis,microstructural analysis and flow curves from compression tests at different temperatures (for FEM simulation).

3. Process developmentSelected components for the first full-scale forging trials

include a motorbike shock-absorber head, a bicycle wheel hub, a motorcycle fork bridge and a fork link. All parts are currentlymanufactured in aluminium and will essentially serve as studyobjects to assess the forgability of the selected alloys. Preliminaryresults show that material flow for magnesium is quite differentfrom aluminium.

Fuel post handle: source Kovinar, UL-FME

Supporting literature and patent information on magnesiumforging processes were retrieved. The information was used todraft guidelines, meant as a practical reference to facilitate thestart up of magnesium forging activities within the project. These included a learning module on safe working and handlingof magnesium, e.g. machinability, safety, storage and recycling.

An instrumented isothermal forging device for conductinglaboratory cone-forging and ring-compression tests has beendesigned and built. Test results will feed into process simulation.

....continued on page 14

forg

ing

Isothermal forging device: TNO Science and Industry

w w w. b r i t i s h m e t a l f o r m i n g . c o mforging14

....continued from page 13

4. Component developmentThe main advantages of magnesium forgings identified by the

participants are;

Lightweight, about 2/3 of aluminium alloysSimilar mechanical properties to the common aluminium forging alloy EN-AW 6082Better machinability than other metals with similar properties

The main disadvantages, on the other hand, are perceived tobe as follows.

Feedstock price, even if magnesium is one of the mostabundant elements in the earthCorrosion problems, which should be reduced with proper coatingsFatigue resistance, which seems not to be so good (topic for investigations)Flammability, which requires careful and possibly expensive safety measures during forging, machining and scrap storage

Lightweighting potential of magnesium forgings was furtheranalysed on the basis of Ashby design parameters for selectedloading situations. This revealed that, of the currently available

magnesium forging alloys, only AZ80 and ZK60 are of practicalinterest, while the targeted new alloys will further enhance thislightweighting potential.

As a preliminary conclusion, specific parts that are suggestedare suspension arms, brake calipers, electronic equipmenthousings, steering knuckles, and space frame parts (long term). A wheel is considered too big to serve as a demonstratorcomponent for the current project.

5. Dissemination Dissemination is aimed at exchanging information within

the consortium and their backing members, and reporting and discussing developments to and with academic and technicalcommunities. Further, by informing the wider forging industry,their material suppliers and users (including product designers) of the project’s progress, it is hoped that the market can be prepared for the use of new process innovations andmagnesium alloys.

Progress reports on the Magforge Project will be published infuture editions of Metal Matters.

For further information please contact Dr Ken Campbell at CBM on 0121 601 6350

or email: ken.campbell@britishmetalforming.comor visit www.magforge.eu

1. IntroductionConventional quenched and tempered steels have been successfully replaced by microalloyed forging steels in order to reduce

production costs. Microalloyed medium carbon steels have the same level of strength compared with conventional steels with lowertoughness. Therefore, use of these steels for many applications, particularly in automotive components, is limited. Consequently,attempts have been made to improve the toughness of these steels by chemical composition modification and thermomechanicalprocessing. A variety of microstructures in microalloyed steels can be obtained depending on the deformation temperature, coolingrate and the chemical composition. In this study, the effect of cooling rate on the microstructure and mechanical properties ofcommercial microalloyed steel was investigated.

2. ExperimentsThe material used in this study was a commercial grade microalloyed steel, 30MSV6. The chemical composition of this steel was;

C Si Mn P S Cr Mo Ni V Cu Ti Al N

0.3 0.54 1.54 0.011 0.079 0.22 0.01 0.08 0.09 0.23 0.017 0.016 0.013

The steel was supplied in the form of 36-mm diameter round bar obtained by hot rolling. Hot compression samples were machinedwith 9mm diameter, a height to diameter ratio of 1.5 and with the deformation axis parallel to the bar axis. The hot deformationexperiments were conducted on a computerized servohydrualic machine. All samples were reheated to 125°C for 5min, then cooled to the deformation temperature and held for 2min to ensure isothermal conditions.

The specimens were deformed to a strain of 0.5 at a constantstrain rate of 0.1 s?1, followed by air cooling at the rates of 3, 7 and 15°C/s. The compression tests were performed at temperaturesof 1150 and 925°C.

After deformation, the specimens were sectioned perpendicular to the deformation direction. A slice, 0.5mm thickness and 11.5mmdiameter, was also provided from the central section of each sampleusing wire EDM to produce shear punch test (SPT) specimens. Theseslices were reduced to 400±5 micron thickness using 1000 microngrit abrasive papers. Mechanical properties were measured usingshear punch and Vickers hardness tests. SPT is a small-specimentesting method used when the material availability is limited. Results of SPT produce load-displacement diagrams similar to a

Effect of cooling rate on the microstructure and mechanical properties of microalloyed forging steel

1245°C

2 min

15 7 3

5 min

°C/SCooling rate =

Tem

per

atu

re °

C

Time (min)

1245°C

2 min

15 7 3

5 min

°C/SCooling rate =

Fig. 1: Thermal cycle used in compression tests. ....continued on page 15forg

ing

forgingw w w. b r i t i s h m e t a l f o r m i n g . c o m

forg

ing

15

....continued from page 14

uniaxial tension test. In general, the mechanical properties suchas yield strength, ultimate tensile strength and elongation canbe calculated from SPT data using a linear correlation betweenSPT data and tensile test data. Fracture shear strain in the SPTwas also calculated. Finally, the Vickers hardness of the sampleswas measured.

3. Results and discussion

3.1. MicrostructureThe microstructures of samples deformed at 1150 and 925°C

followed by air cooling at various rates are shown in Fig. 2. A variety of microstructures was obtained depending on thecooling rate and deformation temperature. Deformation at1150°C and cooling at 3°C/s produced an acicular ferritemicrostructure. Increasing the cooling rate to 7 and 15°C/sproduced bainite and martensite microstructures.

A similar trend is observed in specimens deformed at 925°C.The final microstructure, after cooling at 3°C/s, is acicular ferriteplus grain boundary ferrite. Further increase in cooling ratecauses formation of bainite and martensite in the microstructure.Grain boundary ferrite can be observed in all cases. However, its volume fraction decreased by increasing the cooling rate.

Comparison of samples with the same cooling rate showsthat the final microstructure is refined by decreasing thedeformation temperature. Another difference is the presence of grain boundary ferrite in specimens deformed at the lowertemperature. These differences are related to the effect ofdeformation temperature on the austenite microstructurebefore transformation.

3.2. Mechanical PropertiesIn all cases, increasing the cooling rate after hot deformation,

increased the effective yield strength, UTS and hardnesscompared with the as-received material. However, the effectiveelongation was significantly decreased; the presence of hardand brittle phases, such as non-tempered martensite, increasesthe hardness and strength at the expense of ductility.

The differences in mechanical properties of specimensdeformed at different temperatures with the same cooling rateshow that the effective yield strength, ultimate strength and the hardness are increased by increasing the deformationtemperature. This is attributed to the mean length of ferriteplate size of acicular ferrite, related, in turn, to the mechanismof acicular ferrite nucleation and the role of grain boundaryferrite formation at the grain boundaries of austenite before the transformation to ferrite.

Hot deformation in the austenite region, followed by aircooling at the rate of 3 °C/s, produces acicular ferrite as thefinal microstructure. This microstructure improves strength andductility, simultaneously. The high value of toughness is relatedto the effect of acicular ferrite on the mechanism of cleavagefracture. In steels with acicular ferrite microstructures, the ferriteplate size is the parameter that defines microstructural barriersto crack propagation. The size of microstructural units dependson the previous austenite grain size prior to transformation andon the number of nucleation sites for the transformation. Bothfeatures can be controlled by adequate microalloying additionsand modifying the microstructure by thermomechanicalprocessing. Further increase of the cooling rate from 3 to15°C/s results in the formation of bainite and non-temperedmartensite which both increase the strength but decrease theductility, significantly. At a constant cooling rate, by decreasingthe deformation temperature, a layer of grain boundary ferriteforms at the austenite grain boundaries leading to a decrease in the acicular ferrite volume fraction and the mean length offerrite plates. Decrease in the mean length of ferrite platesincreases the barriers to microcrack propagation and improves

toughness. The best combination of strength and ductility wasobtained by hot deformation at 925°C followed by air coolingat the rate of 3°C/s.

Fig. 2 - Microstructures of specimens at deformation condition of (a) 1150°C, 3°C/s, (b) 1150°C, 7°C/s, (c) 1150°C, 15°C/s, (d) 925°C, 3°C/s, (e) 925°C, 7°C/s and (f) 925°C, 15°C/s.

Full report is available from CBM - please contact kirsi.lintula@britishmetalforming.com

The Sheet Metal Sector of the Confederation of BritishMetalforming is the fastest growing group within the thriving membership. To drive this growth further the CBM have appointed a Sheet Metal Specialist to add additional depth of experience to the already recognised experts currently working for the Confederation.

Adrian Nicklin, recently employed as Technical Director ofWagon Industries and involved in the Sheet Metal processingindustry for over thirty years, joins CBM as their sheet metalspecialist.

The new post will enhance the technical service available to members and provide a focal point for the sheet metalcompanies based in the UK. Adrian is currently the President of the Institute of Sheet Metal Engineering and closercollaboration between the two organisations is envisaged.

Adrian Nicklin is contactable at the CBM offices on 0121 601 6350 or email adrian.nicklin@britishmetalforming.com

w w w. b r i t i s h m e t a l f o r m i n g . c o mcold rolled16

cold

rol

led

One of Cold Rolled Sections Association’s oldest members isNorfolk-based Hi-Span which has been supplying structuralsteelwork to the construction industry for more than 25 years.

From its Wymondham plant, the privately-owned businesshas become one of the UK’s largest suppliers of cold-rolledproducts to its sector.

Hi-Span’s top five products are purlins, rails, C-sections, eavesbeams, and beams for mezzanine floors.

The 22 employees at the company’s Ayton Road site generatean impressive annual turnover of around £4.6million.

Managing Director, Ben Beaugeard, says Hi-Span willcontinue to invest heavily in plant, machinery and staff, toensure that it can meet and even exceeds its customers’expectations.

Despite all the changes which the construction industry haswitnessed over the last quarter of a century, Mr Beaugeard saysone thing has remained unaltered – the merits of CRSAmembership.

“I have always found it to be a very useful resource,particularly with regard to issues which face our sector ofindustry,” he says.

“The twice-yearly meetings really do provide a greatopportunity to meet other members, and discuss issues whichaffect us all, such as health and safety, energy costs and rawmaterial prices.”

www.hi-span.com

For further information about CRSA

please contact CBM on 0121 601 6350

Adrian Nicklin, CBM Sheet Metal Specialist

CBM presses ahead with Sheet Metal Champion

sheet metalw w w. b r i t i s h m e t a l f o r m i n g . c o m 17

Evenwood Industries Ltd has continued its recentinvestment programme with the purchase of anotherbrand new TruLaser 3530 2D laser cutting system from Trumpf.

This decision was made in response to the growing demandfrom its existing customer base and will allow the company toensure that it is able to meet future demand, as well as providingcapacity to take advantage of new business opportunities.Evenwood primarily supplies the off-highway and transportindustries with a variety of parts, from laser cut blanks through to complex welded assemblies – including where required fullypainted. The company has a large facility of over 100,00 sq ft in Co Durham, but delivers throughout the UK on a daily basis.

“We have four lasers currently, and this new machine mirrorsone we bought last year,” says Stewart Maudsley, Joint ManagingDirector. “We have found that the new generation of machinesfrom Trumpf has provided us with the very latest technologyavailable. With their better cutting speeds and sheet loadingsystems, the new machines give us extra flexibility to meet ourcustomer demands going forward.

“We now have two identical machines sitting side-by-side,” he continues. “The two machines together can perform lights-outoperations and this means we can eliminate our requirement fora nightshift, with obvious benefits. De-nesting is done off-line the

following morning and the parts can then flow efficiently throughthe plant during the day.”

The company has a long association with Trumpf, extendingback to the early 1980s when Evenwood acquired its first CNCpunch press. Installation was completed at the end of November2007 and the machine has been set to work producing mostlymild steel flat components ranging from 2-15mm thick.

“Regular investment is critical to a company such as EvenwoodIndustries. The new TruLaser 3530 will become an essential partof our manufacturing process, significantly improving ourreliability, quality and efficiency.”

The company is actively looking to attract new enquiries from abroad variety of sectors. To contact Evenwood please emailstewart.maudsley@evenwood.co.uk

Evenwood Lasers

At the recent Indian Steel Conference a speaker declaimed with some pride “Steelis now an Asian industry”. And it is certainly true that the centre of gravity of theindustry has moved East. Nearly two-thirds of world production of 1.5 billiontonnes is produced in Asia, compared with less than 20% in Europe. Added to that,an Indian group, Tata, now owns the UK and Netherlands producer Corus. Doesthis mean changes for the UK? The answer of course is “Yes.”

We have all seen how the demand levels from China over the last four years have driven steelprices to new highs (although in real terms steel remains a cheap product). Part of the driver forthis has been the heightened requirements for the raw materials of iron ore and coking coal, plusenergy prices and freight rates. Logistical difficulties and delays in getting new investments in the raw materials producing sectors have causedfurther shortages and thus price rises, and this is what is causing steel producers to recoup these increases (65% in iron ore alone this year) byhiking prices to consumers by sometimes more than £100 per tonne.

Perhaps a more long term will be the change in approach to commercial life. The European model has developed over many years a style oflong term pricing, with many consumers agreeing with mills the price for a year and sometimes more. This is not the Asian style. The approachthere is more transactional, with good long term relationships and technical support, but with a market driven pricing policy, so that the price isdetermined at the time of each order. This philosophy demands new skills to manage material flows and trading arrangements.

How are distributors changing in the light of these major world changes? The local service that distributors provide remains central, but theynow have to think global while acting local. The aim remains the same - first class service to their customers and elimination of the hassle factorin steel procurement. Dealing with a distributor/stockholder/service centre should eliminate problems and bottlenecks and give the right productat the right time and cost - QCD, quality, cost, delivery. In the new environment, reliable service centres are going to remain your key partners.

Recent developments in service levels have seen companies expanding their roles substantially with pre-processing moving beyond cutting,slitting and blanking into more advanced shaped blank pressing, welding (including laser welding of different qualities of steel blanks) and evensome basic drawn pressings. Storage and JIT delivery is also an area of support that many service centres provide, especially in the automotiveindustry. The principle must be that the work is done where it is most cost-effective, and waste (transport, scrap, packaging etc) is minimised.Creative thinking is required to identify solutions that are mutually beneficial. Good service centres will invest time and money in new solutionsto individual customers’ needs. We cannot resist the inexorable price movements of the world market, but with a shared approach to cost-downinitiatives, we can provide thoughtful solutions to reduce their impact on the metalformers. sh

eet

met

al

Evenwood Industries: re-investing in TRUMPF

STEELSERVICENEWSBy Peter Ullathorne, National Association of Steel Stockholders (NASS)

steelw w w. b r i t i s h m e t a l f o r m i n g . c o m 19

The first quarter of 2008 has seen significant priceincreases for steel in both the UK and Europe. This hastaken many people by surprise as, although there weresome rumblings in late 2007 about potential input costhikes for steelmakers in 2008, few pundits foresaw the upto £100/ tonne price increases announced in the firstquarter in the UK market.

What are the reasons for this dramatic rise in prices? We need look no further than raw material costs. It was expected from summer 2007onwards that contract iron ore prices would surge in 2008 due to a combination of insufficient world oreproduction capacity and increasing demand for steel in key global markets. This has indeed happened with mostcontracts being settled at between +65-71% above 2007 rates at time of writing.

Meanwhile, scrap costs in Europe saw an extremely sharp hike in January, again due to a combination of risingsteelmaker demand and limited open market supply. This had a marked effect on long products and engineeringsteels produced by the electric melting route. In the UK, scrap prices rose by £45/t, or 35%, in January and also roseagain in February although at a much more modest rate.

Other steelmaking raw material prices continue on the upswing. Hikes in nickel, chromium, manganese andmolybdenum since the New Year have added to the cost burden for steel producers, especially for those makingstainless and alloy grades. In a move to reduce dependence of the price volatility of nickel, stainless producers havebeen encouraging the more widespread use of the lower nickel ferritic grades of stainless steel. Even this strategyhas taken a recent knock-back due to sharp increases in the price of ferro-chrome (FeCr), a major constituent offerritic grades, and prices for which have been increasing steadily since the middle of 2007. These have risen moresteeply since last November, and particularly sharply in recent weeks as a result of power shortages in South Africa– a major producer of FeCr.

Amongst other costs, those for both energy and freight continue to push upwards. Energy prices in the UKremain a particular problem with one UK producer revealing to Steel Business Briefing that UK industrial electricityprices are once again 20% dearer than in mainland Europe. One benchmark set of international freight rates forcoal and iron ore also moved up by 30% in a 4-week period between the beginning of February and March.

Most major international steel mills have indicated that input cost hikes will continue to be passed on tocustomers, especially whilst global demand for steel remains firm. The challenge as ever for UK steel users is tomonitor how international steel markets are moving and to understand the implications of this on supply chainmanagement.

STEELBUSINESSBRIEFINGUPDATE

www.steelbb.com

MANAGE YOUR ENERGY OVERHEADSIf your company spends over £200k per annum on energy, this seminar will be of interest to you

Following on from the success of our ‘Energy Event’ on 28th February CBM has invited INENCO to provide a programme of presentations and workshops on the legislation and effective strategies for the purchasing

and management of energy. This event is free to attend, subject to pre-registration.

PROGRAMME09.00: Welcome & Introduction

The Energy Market – an insight into UK & European Market driversWholesale Energy Purchasing – minimise the impact of increasing pricesData Management – reduce the cost of utility invoice processing, eliminate overchargesM&T – manage legislative compliance and control consumptionLegislation – how environmental legislation impacts on your organisationCarbon Management – managing, measuring and minimizing carbon emissionsRenewable Technologies – review of technologies/options

13.00: Workshop groups during a buffet lunch

££: Free to attend, subject to pre-registration. Booking forms are available from CBM on 0121 601 6350 or www.britishmetalforming.com

CBM Half Day Event in association with INENCOFriday 16th May 2008

National Metalforming Centrest

eel

w w w. b r i t i s h m e t a l f o r m i n g . c o m20 insurance

insu

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Specialist Insurance for the Metalforming IndustryThe CBM Insurance facility administered by Towergate Risk Solutions Leicester is a bespoke Insurance package designed for its members. It provides innovative product design not available with most insurers, and is designed to keep insurance premiums consistent over a period of time.

Policy covers include

For further details on how this insurance facility can benefit your company or you would like a free impartial review of your present covers please contact:

Richard Gibson Towergate Risk Solutions – LeicesterTowergate House, 7 Dominus Way, Meridian Business Park, Leicester LE19 1RP

Tel: 0116 2405325 Fax: 0116 2405400Email: richard.gibson@towergate.co.uk

The Confederation of British Metalformers is an Introducer Appointed Representative of Towergate Risk Solutions.Towergate Risk Solutions and Towergate Risk Solutions Leicester are trading names of Towergate Underwriting Group Ltd.Registered Office: Towergate House, 2 County Gate, Stacey St, Maidstone, Kent, ME14 1STRegistered in England no. 4043759Authorised and regulated by the Financial Services Authority

• Employers Liability with FREE Incident Reporting Medical andRehabilitation

• Third Party Liability including Product Recall Cover up to £50,000• FREE Crisis Containment Cover up to £100,000

• FREE Health and Safety Loss Control Service• FREE Serious Accident Response Service • All Risks Protection of your premises including Molten Metal

Breakout Cover

The insurance market is intensely competitive andinsurance brokers come in many shapes and sizes.Some exist by competing solely on price, their depthof services may often be very shallow and the qualityof their advice and level of understanding limited.

If you find buying insurance time consuming and tend to buyon price you could be putting your business at risk in the event of a catastrophic incident. The annual insurance renewal processis critical and it is absolutely essential that you get it right -otherwise you might over-pay at best or - at worst - ruin thebusiness when a major loss turns out to be underinsured or even uninsured.

When choosing your adviser it is vital to consider stability andsecurity. Look for a broker with wide experience, a comprehensiverange of services and a reputation for looking after its clients -whatever their size or premium.

Switching to an untried broker or insurer for a small savingmay bring problems if, for example, the insurer pulls out of yourindustry at a later date. Always select your broker as a businesspartner, and work with them to secure real long term savingsthrough risk reduction.Essentially we work with clients to help them to:

Understand the risks they faceDecide how to manage or insure against those risks'Arrange and manage insurance cover where appropriate

Our aim is to assist you in reducing the cost of risk whileincreasing the level of protection in order to improve theprofitability and stability of your organisation. This is an ongoingprocess year in year out.

Change your buying patternsThere are now far fewer insurers to select from at

renewal. The days of seeking tenders from half-a-dozenbrokers at renewal are over - there are too few insurers for brokers to play the field.

Shrewd buyers are increasingly taking a more professional two-stage approach. Stage one happens four to six months inadvance of renewal with the selection of an insurance brokerbased on their ability to represent your needs in the insurancemarket. Specialist knowledge of the industry sector canoften be a key issue.

Stage two is negotiation with the insurancemarket. Insurers want to know they are dealingwith a serious enquiry from a broker who willbe party to the buying decisions, and notjust in a blind tender. If you have a claimsrecord, an early start on the renewal processallows us to suggest remedial action andchanges in working practices which willconvince an insurer that you are taking riskmanagement seriously.

This approach can make a fundamentaldifference to the quality of cover youachieve and its cost effectiveness.Insurance should not be treated as a price-sensitive commodity - it providesthe underlying protection for your business and merits a strategic approach.

Why buying on price can increase your risk

www.towergaterisksolutions.co.uk

w w w. b r i t i s h m e t a l f o r m i n g . c o m 21business strategy

Corporate governance:Boardroom questions for challenging conventional wisdom and shaping things to come

By Prof Colin Coulson-Thomas

Many boards are failing to deliver. They are rubber stampingrather than shaping things to come, picking over the past ratherthan creating the future. Debates focus upon details and trappingswithin the rules of an existing game. Assumptions are notchallenged. Efforts are not made to create a new game that might deliver more value to customers and shareholders andgreater satisfaction to employees.

In a world of benchmarking and preoccupation with prevailingfashions and fads certain behaviours, approaches and practicesare assumed. People with similar backgrounds to their peers gowith the flow. They look over their shoulders at others and imitateand copy them. They use the same or similar tools, techniques,systems and processes. Not surprisingly they come to similarconclusions as their competitors.

Different suppliers produce very similar offerings aimed at thesame and largest customer segment their analyses identify, eventhough the many smaller segments of the market ignored mightcollectively constitute an overwhelming majority of people whose requirements could have been better addressed byalternatives. Cosy consensus, inertia and intellectual lazinessprevent many companies from providing new and better options.Fundamental questions need to be asked in boardrooms.

A systematic investigation of the differing approaches ofsuccessful companies (winners) and their unsuccessfulcompetitors (losers) has assembled sets of questions that directorscan use to challenge prevailing assumptions and create newofferings that provide greater choice for consumers andcommunities. ‘Shaping Things to Come’ is a handbook forbringing more creative thinking into the boardroom*.

The essence of good corporate governance is to achieve anappropriate balance between a number of critical factors, forexample performance today and the capability to compete andwin in the future. The investigation of how directors actuallybehave reveals that the practices and unchallenged assumptions of many boards are likely to condemn them to presiding over alosing company.

Striking a different balance, for example between activity and reflection or between action and reaction is often the key to greater boardroom effectiveness and marketplace success.Thus, whereas many losers appear to value activity for its ownsake, reflection was much more evident among the members of successful boards. Often losers are so busy that they simply do not have time to think.

The concern of losers to be seen to be active and to be ‘doingthings’ is evident in their approach to change. They exhibit anunquestioning and naïve faith in the benefits of change. Veryoften changes appear to be made for changes sake, for fear that alack of restructuring or re-organisation might be taken as anindication that they are ‘asleep on the job’.

Winners strive to achieve a balance between change andcontinuity. They recognize that while some change may be

desirable, indeed inevitable, it can also be stressful and disruptiveof valued relationships. Continuity is important in areas such aspurpose and service. Customers who are unsure of what to expect may become unsettled, and they might take their custom elsewhere.

Looking at the balance different groups strike, for examplebetween change and continuity or complexity and simplicity isalso the key to creating new offerings. Winners are alert to trends and developments in the business and market environment.They seek emerging communities, new niche opportunities andchanging preferences.

Not everyone has the same interests and requirements, ormakes the same trade offs between different factors. Thus many consumers - from members of re-enactment groups topurchasers of classic brands and houses with Georgian features in conservation villages - may favour continuity and might prefer aspects of the past. Others might desire products withfewer features that are easier to understand and use.

Losers are also more pre-occupied with reacting to thecompetitive moves of others, following fashions and jumpingupon bandwagons. In comparison, winners are more likely to be proactive, for example when seeking ways of helping theircustomers and delivering more value to them. They take theinitiative and approach prospects they would like to do businesswith, and work with them and business partners to explore newpossibilities. They are not afraid to venture out in front, exploreand discover.

Whereas losers are also pre-occupied with their own agendasand the achievement of corporate objectives, winners are moreconcerned with achieving a balance between individual andcorporate interests. If changes have to be introduced they willstrive to ensure they benefit the people concerned as well as help achieve corporate goals. They recognize that relationshipswhich are mutually beneficial to all parties involved are morelikely to last.

Directors, particularly independent directors, should question,probe and challenge. Is the right balance being struck in theabove and other areas examined? Is there too much focus uponfads while insufficient attention is paid to the fundamentals - the core building blocks of corporate success, the critical successfactors for competing and winning? Is the board addressingsurface symptoms or the underlying substance?

Losing boards of struggling companies engage in spin toexplain and rationalize events where winners would identify and address root causes. A balance has also to be achievedbetween packaging and assembling the elements that make up the package. Within the mix that makes some directorscompetent and certain boards effective the willingness to posecritical questions that others overlook or are reluctant to ask can be a crucial ingredient.

....continued on page 22

Too many boardrooms are like chapels of rest, the only signs of life being the ticking of corporate governance checklists. Colin

Coulson-Thomas, author of three handbooks for ambitious directors* argues that if boards are to add more value and create

a better tomorrow they must challenge conventional thinking and current practices.

busi

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w w w. b r i t i s h m e t a l f o r m i n g . c o m22

busi

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business support

We’re not talking about medical checks this time, but the requirement for employersto make annual checks on their staff who have time-limited leave to enter or remainin the UK such as those workers who are have work permits or residence cards.

Since the law changed on 29 February 2008 and the implementation of the Immigration,Asylum and Nationality Act 2006, employers are required to ask those workers on time limiteddocuments to produce their original documents every year to their employer so that these canbe checked, photocopied and kept on the worker’s personnel file.

A full list of those documents which require an annual check are set out in List B of theBorder and Immigration Agency (BIA) Summary Guidance for Employers obtainable from the BIA website.

The check which has to be carried out is the same as the one on recruitment. Employers need to check that the photos resembles the worker (!), that the names and date of birth are the same as given elsewhere, and that the expiry dates have not passed. The documentshould then be photocopied and it is a good idea to date the photocopy as well before filing it.

The check can be made at any time providing it is carried out once a year. The Governmenthas suggested that employers set aside either a particular time or day in the year (which couldcoincide with payroll administration) to check on those of their existing employees whose leaveto be in the United Kingdom is subject to time limits, so that the employer ensures that they still have the right to work here.

Another option is to carry out checks on individual staff at specific times, for example atappraisal time if that happens sufficiently frequently. Another option is simply for line managers to put a date in their diaries to carry out these checks.

If you do not carry out these annual checks you lose your statutory protection or ‘excuse’ if the worker is or will be workingillegally for your organisation.

Fines have recently beenincreased to £10,000 per workeremployed illegally and there is alsothe potential of criminal liability. A

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....continued from page 21To increase the likelihood of becoming a winning company,

consciously build an effective board of competent and questioningdirectors. Avoid the distractions of trappings. Invest in director and board development. Be professional whenselecting, appointing and inducting new directors. Go for thoselikely to shake the cage.

Some individuals add value, others are parasitic or distractions.Aspiring winners should avoid the bloodsucker brigade anddevious courtiers. Don’t let your board become a form of outdoor relief for the semi-retired. Select practical and competent contributors. Find candidates who are quiet thinkers and will do what is right.

For further information please visit Croner’s website:www.croner.co.uk

*Further Information

‘Developing Directors’ by Colin Coulson-Thomas is published by Policy Publications (2007), costs £34.95 plus p&p and can be ordered from:

www.policypublications.com/developingdirectors.htm

‘Winning Companies; Winning People’ by Colin Coulson-Thomas is published by Policy Publications (2007), costs £24.95 plus p&p and can beordered from: http://www.coulson-thomaspublications.com

‘Shaping Things to Come, strategies for creating alternative enterprises’ by Colin Coulson-Thomas is published by Blackhall Publishing (2001),costs £24.95 plus p&p and can be ordered from: www.ntwkfirm.com/bookshop

Author

Prof. Colin Coulson-Thomas, an experienced director of awardwinning companies, has helped over 100 boards to developdirectors and improve performance and over 100 entrepreneurs tobuild their businesses. Colin has spoken at over 200 national,international and corporate events in 35 countries. He is amember of the Professional Accreditation Committee and Boardof Examiners of the Institute of Directors and the CorporateGovernance and Risk Management Committee of ACCA and can be contacted by Tel: + 44 (0)1733 361149 or Email:colinct@tiscali.co.uk

w w w. b r i t i s h m e t a l f o r m i n g . c o m 23

heal

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health & safety

There have beendramatic improvementsin the metalformingsector’s health andsafety standards inrecent years, but oneof its most insidiousindustrial diseasesremains widespread.

Vibrations transmitted into workers’ arms and hands - via power-tools, hand-guided equipment or by holdingmaterials being processed by machine - were traditionallyaccepted as part of the job.

However, in the modern health-conscious workplace,employers have a legal duty to minimise the impact of such vibrations.

Hand-arm vibration syndrome (HAVS) covers a range ofconditions, and it is essential that the symptoms are identifiedbefore they cause serious health issues.

These include tingling, numbness and loss of feeling in thefingers, a loss of strength in the hands, and a tendency for the finger-tips to first turn white, and then to become red and painful.

Some workers will exhibit signs after a few months, othersmay take several years, but unless their exposure to vibrationis reduced, the symptoms will eventually become permanent.

Formal advice for employers on the control of vibration atwork was issued in 2005.

The issue, its impact on workers and suggested ways ofreducing the problem are explained comprehensively on theHealth & Safety Executive’s web site -www.hse.gov.uk/vibration.

Put simply, all employers have a legal duty to monitor thedegree to which workers are being exposed to vibration.

Tough new standards for exposure levels come into effect inJuly 2010, and as always, to claim ignorance of the legislationwill be no defence.

It is critical that employers carry out risk assessments,consult with supervisors, employees and trade unions, andthen agree a policy for managing vibration risks.

It is particularly important to monitor high-risk activities;where hammer tools are operated for more than one hour aday, or other ‘action’ tools are held for more than four hours.

Tool and equipment manufacturers will be able to providedata on vibrations from their products, and your local HSEoffice can provide additional guidance as to the formulationof an effective strategy.

Ongoing health surveillance must then begin, so that you can demonstrate that you took all reasonable care to protectyour employees.

FOR FURTHER INFORMATIONLOG ON TO

www.hse.gov.uk/vibration

How to tackle the ‘HAVS’ health issue

How to tackle the ‘HAVS’ health issue

w w w. b r i t i s h m e t a l f o r m i n g . c o m24

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CBM events

For further information please contact Dr Alan Arthur at the CBM offices on 0121 601 6350 or email: alan.arthur@britishmetalforming.com

Event review – Energy, 28th February 2008

CBM teamed up with Energy Management Systems Ltd (EMS),and Freesource Energy Ltd to run this event. There are big thingshappening in climate control legislation and energy pricing. CBMworked very closely with the presenters to stage an event whichaddressed many of the issues facing our member companies. The timing was perfect to tie in with important developments in the Climate Change Levy (CCL) and Government guidelines on energy trading.

The first presentation from EMS highlighted the savings availableby installing a power regulator. This was demonstrated through therecently installed unit in the National Metalforming Centre which is providing approximately 20% saving on electricity. With thesesavings available the presentation stimulated some keen interest.

An overview and future vision of the CCL was presented by Dr Ken Campbell. He identified the pressures being applied toindustrial energy users driving up the cost of emissions. In hisview 2008 will be a very important year for the CCL. It is clearthat the metals industry needs to do some strong lobbying atWestminster to protect the interests of our sectors.

The second presentation from EMS concentrated on themechanics of on-line energy auctions. There was plenty of discussion from the delegates wanting to know howthe transactions and outcomes are managed. Thepresentation identified the savings and also highlightedthe trend for the coming years.

The case for renewableswas outlined by Freesource

Energy. They presented a veryfrank and straight forward

analysis of available renewablesources and technologies.

Some advice was also given onnegotiating through the complicated

planning restrictions on wind turbineinstallation. Options for energy

offsetting were discussed and delegateswere strongly advised to take care in this

area of business. It is a new concept andthere are significant problems with verification

of authentic offset projects.

Presentations are available on the CBM website(www.britishmetalforming.com).

The 2008 ProgrammeIn March CBM ran two events on REACH regulations

and elimination of Cr6 in metals processes.

CBM has confirmed the “Mock tribunal” on June 5th,in association with Holistics. Events in the planning stage

include: collective energy purchasing, metallurgy & materialselection, robot handling of sheet, ventilation & extraction, and

changes to HSE legislation.

CBM Spring 08 cover.qxp 11/4/08 13:55 Page 2

ForgingMagnesium Forged

Components for

Structural Lightweight

Transport Applications

page 13

FastenersNo Cadmium?

Not Yet!page 10

AutomationRobotic press

brake cell

page 9

Sheet MetalEvenwood Industries:

re-investing

in TRUMPF

page 17

SteelFirst quarter

of 2008 -

significant price

increases for steel

page 19

CBM Spring 08 cover.qxp 11/4/08 13:55 Page 1